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1 – 10 of over 1000Stephan M. Wagner, Viviane Heldt, Katrin Lentschig and Jennifer Meyer
The case of Bertelsmann China: Supply Chain for Books (B) is situated in China in the beginning of 2006. Bertelsmann Direct Group, the Chinese subsidiary of the worldwide…
Abstract
The case of Bertelsmann China: Supply Chain for Books (B) is situated in China in the beginning of 2006. Bertelsmann Direct Group, the Chinese subsidiary of the worldwide Bertelsmann AG, is one of the leading book retailers in the country. Supply chain management is essential for success in retailing, which is why Bertelsmann puts a lot of effort into the optimization of its supply chain design. As costs are paramount to importance in the low-margin book retailing sector, linear programming methods are applied to optimize the network
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Astha Vyas, Ritu Srivastava and Parul Gupta
The case is intended to assist students to:1. understand the customer’s purchase decision with reference to channel values;2. evaluate and assess the channel strategy using…
Abstract
Learning outcomes
The case is intended to assist students to:1. understand the customer’s purchase decision with reference to channel values;2. evaluate and assess the channel strategy using conventional and digital channels; and3. design the channel strategy for start-ups in emerging markets.
Case overview/synopsis
The subject area for this teaching case was marketing management. The teaching case could be used for the undergraduation and graduation levels of students. The case was about the marketing channel strategy of a small start-up boutique called Chirmi in India, with the theory of consumption values explained. In this case, primary data was taken directly from Chirmi, whereas secondary data for market analysis was taken from various reports, articles and other sources. Because the owner provided the records and documentation, the account was therefore substantiated by the collected first-hand information. The case uses quantitative methods to make students understand the channel arithmetic and consumption values of all the channels used by Chirmi.
Complexity academic level
In the course of core marketing classes at the undergraduate and graduate levels, this case may be used. The case addresses the channel structure, including wholesaling, retailing and e-commerce. Distribution channel management, the theory of consumption values and e-commerce marketing management are explained. Evaluation of channel strategy, design, implementation and management is emphasized.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS: 8: Marketing.
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The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation…
Abstract
Theoretical basis
The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.
Research methodology
This case is based upon a combination of interviews with the protagonist, her staff and secondary research.
Case overview/synopsis
This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.
Complexity academic level
This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.
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Wendell E. Dunn and Scott Shane
This case describes how eight entrepreneurs discover different opportunities for new businesses to exploit a single technological invention. The case focuses on the process of…
Abstract
This case describes how eight entrepreneurs discover different opportunities for new businesses to exploit a single technological invention. The case focuses on the process of entrepreneurial discovery and its implications for the creation of new firms. Many of the teaching materials on entrepreneurship assume that entrepreneurs have already discovered an opportunity. While these materials provide useful information about the process of creating new enterprises, they miss the crucial first step in the entrepreneurial process: identifying an opportunity. The case illustrates the theoretical concept of the role of information in the discovery of entrepreneurial opportunities. It can be used in a class on entrepreneurship or management of technology.
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Manufacturing, Western management theories and Japanese management practices.
Abstract
Subject area
Manufacturing, Western management theories and Japanese management practices.
Student level/applicability
This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.
Case overview
This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.
Expected learning outcomes
It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.
Supplementary materials
Teaching notes.
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Leandro A. Guissoni, Paul W. Farris, Ailawadi Kusum and Murillo Boccia
Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from…
Abstract
Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from a direct-sales company to a multichannel company. In 2014, Natura added online catalogs, physical stores, and drugstores to its well-established direct-selling model, but the results were disappointing. Between 2014 and 2016, three different Natura CEOs attempted to lead the company in the strategic transition to focus less on the direct sales consultants and more on reaching the end consumers directly with multiple channels and touchpoints. In October 2016, the company’s board appointed its former commercial vice president, João Paulo Ferreira, as the most recent CEO. Ferreira’s challenge was to find the right balance between the direct-selling and other channel formats to market Natura, thus enabling it to thrive in the face of intense competition in the beauty and personal care market in Brazil.
Flavio Galasso and Pablo Farías
Discussing statistical error and research design problems and the organizational implications of delivering “good news” at all cost.
Abstract
Subject area
Discussing statistical error and research design problems and the organizational implications of delivering “good news” at all cost.
Study level/applicability
This case can be used on basic courses of Public Policy, Marketing Research and Quantitative Methods.
Case overview
MIDEPLAN on July 2012 showed the results of the CASEN (Caracterización Socio-Económica or Socio-Economical Characterization) survey of 2011. The results showed that poverty was lowered by 0.6 per cent and was greatly highlighted by the media. Opposition coalition and academics started to ask questions about statistical error, which was not yet known. It was revealed that the government asked Comisión Económica para América Latina y el Caribe (CEPAL), a public organization dependent on the United Nations (UN) that was helping Chile to manage the CASEN survey, to review the results and incorporate a variable “y11,” but academics questioned it due to comparability reasons. The statistical error was revealed and it was 0.8 per cent. On October 2012, CEPAL decided to stop helping Chilean institutions.
Expected learning outcomes
The key analysis and conclusions which should arise as a result of teaching this case are: The relevance of the statistical error as a key component of research to evaluate data; the importance of fully implementing research design and accuracy of every step to reach valid results; analyze and discuss organizational implications of delivering “good news” at all cost.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email pfarias@unegocios.cl to request teaching notes.
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The case includes theoretical references to family business, organizational culture, resource-based value and leadership.
Abstract
Theoretical basis
The case includes theoretical references to family business, organizational culture, resource-based value and leadership.
Research methodology
The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.
Case overview/synopsis
In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.
Complexity academic level
The case is designed for a management course for upper-level undergraduates.
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As an Internet fashion brand, HSTYLE has developed into an Internet enterprise with annual sales of 1.5 billion RMB within 10 years, establishing its position as the top industry…
Abstract
As an Internet fashion brand, HSTYLE has developed into an Internet enterprise with annual sales of 1.5 billion RMB within 10 years, establishing its position as the top industry performer in China. This case studies HSTYLES' innovation in business model and organizational management. HSTYLE's workgroups have achieved the balance of responsibilities and rights in a small team of three members at minimum, while mobilizing the enthusiasm and initiative of the line managers with the support of public service sector. At the same time, HSTYLE enriches its brand style, establishes a fashion cloud platform, and integrates individual and organizational consumers into its existing fashion design, manufacturing and sales system.
Işık Özge Yumurtacı Hüseyinoğlu, Deniz Kurtay, İrem Aşar and Serra Dilmaç
In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics…
Abstract
Learning outcomes
In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics requirements almost halved the annual number of shipments and the time needed for operation and documentation activities. In addition, reduced carbon emissions made this an environmentally friendly transportation model, in line with trends in society.
Case overview/synopsis
The basis for this case study was the analysis of Whirlpool Turkey’s transportation system for materials used in the production of white goods. Data obtained through fieldwork and cooperation with company consultants showed that some suppliers have high annual logistics costs. This inefficiency causes time loss and increases the total distance traveled and thus carbon emissions. In the case study, the current application created inefficiency in cost and time management, and therefore, after determining the factors that increase costs, different transportation solutions were developed accordingly.
Complexity academic level
This case is particularly designed for undergraduates in the final semester of management courses that specialize in supply chain and operation management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
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